Quotes About Customer

I'm obsessed with the customer. I am the customer. I really don't think you can go wrong if you don't take your eye off of that. Serving the customer. How does she feel? I feel like the fashion industry has cared a lot about how we look but not about how we feel.

Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Demonstrate to your customer the difference between price and cost. The price is what it takes to purchase the item. The cost is the amount the customer eventually pays. They are not the same.

I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.

True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, "What do we want to sell?" It asks, "What does the customer want to buy?"

At age nine, I got a paper route. Sixty-six papers had to be delivered to sixty-six families every day. I also had to collect thirty cents a week from each customer. I owed the paper twenty cents per customer per week, and got to keep the rest. When I didn't collect, the balance came out of my profit. My average income was six dollars a week.

The most important single thing is to focus obsessively on the customer. Our goal is to be earth's most customer-centric company.

Sam Walton's values are: treat the customer right, take care of your people, be honest in your dealings, pass savings along to the customer, keep things simple, think small, control costs and continuously improve operations.

It's not enough to be close to the customer. You've got to be glued to the customer.

If your users have many questions, it's a failure of your primary site design. It becomes not so much customer support, as much as customer complaints.

Our social mission as a manufacturer is only realized when products reach, are used by, and satisfy the customer . . . We need to take the customer's skin temperature daily.

When you lose a customer, it can be tempting to tell each other, "That customer's not very sharp. They just made the wrong decision".

Customer complaints are the schoolbooks from which we learn.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

My biggest complaint about customer service is that I am put on hold too long.

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base

The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.

Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.

Sometimes when I walk into one of my own stores, I look at the display and say, "This looks so good - I want to buy it." Yet other times I walk in and the displays and mannequins will be all wrong, and I don't want to buy anything. When a customer walks into a store, she's looking for inspiration. So I'm tuned in to people, and I care about what they need and who they are.

The complaining customer represents a huge opportunity for more business.

I'm starting to believe that part of the solution regarding the devices is that they have a role to play in engaging the customer and keeping our product in front of them during the pre-show. They certainly have a role to play in ticket sales. Inside the movie auditorium, though, during the feature presenation there's no place for them. Every single weekend two out of the top three reasons people contact us are: somebody's being disruptive, with a device most of the time, or a dirty bathroom.

The well-satisfied customer will bring the repeat sale that counts.

Once you create a loyal customer base, it's tough for a competitor to take that away.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

Tomorrow when you come to work, if it doesn't make the customer happy, move the business forward, and save us money - don't do it.

A customer is never out of warranty, even if his product is.

The closer you get to your ultimate customer, the more you learn about your business.

All business success rests on something labeled a sale, which at least momentarily weds company and customer.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

If you get into a customer service fight with a hooker, even if you're in the right, you're in the wrong.

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

Most ads are about the product or the company that makes it...the best ads are about the customer and how the product will change his life.

The good things at the U.S. health care system are that we have a well-trained labor force, particularly physicians; I don't think any nation trains doctors better. We have the latest technology, simply because we throw so much money at it. We are really technology-hungry in this country. That's a good thing. Our system more treats patients like customers, which is a good thing; that it's very customer-friendly. And it's very innovative, both in the products we use, in the techniques we use and the organizational structures we use. Those are all very good things, highly competitive.

It's important to feel what the customer is feeling when he enters the shop.

Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.

Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.

User interface is customer service for the computer.

The purpose of a business is to get and keep a customer. Without customers, no amount of engineering wizardry, clever financing, or operations expertise can keep a company going.

It's very logical: There is proven ROI in doing whatever you can to turn your customers into advocates for your brand or business. The way to create advocates is to offer superior customer service.

The strong and undeniable fundamentals of low-cost clean energy and the cheapest petrochemical feed-stocks in the world will prevail we believe and we're seeing the demand pool beginning to grow. We have continued to position ourselves in a way that will catch this very sustainable and fundamentally supported wave of volume growth and at the same time, help our customer base achieve their lofty goals of growth as well.

Focusing on the customer makes a company more resilient.

Have passion for what you do; believe in yourself and your product and your customer; persevere; delegate; listen. Have fun. Today, I add: "Do good".

There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

Success Comes from listening to your customer.

The customer invents nothing. New products and new services come from the producer.

If Franz Kafka were alive today he'd be writing about customer service.

When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.

I've always believed the best measure of a product's worth is customer acceptance in the marketplace.